Blog for September 2022 Seminar : Conversational Leadership Café : Is this our Gutenberg moment !

This seminar was presented by David Gurteen who has been running Knowledge Cafés for 20 years. He has a growing interest in the power of conversation. He has written a blook on conversational leadership. He has researched, reflected upon and written about ‘conversations’. Conversation is a potentially powerful response to the problems that we face in the world.
Two questions : What are the roots of our problems ? What role does the individual and conversation play in responding to our problems ?

Now, when did Knowledge Management start ? Did it start in the 1990’s ?
No. it did not. It started 60,000 years ago with a ‘cognitive revolution’ which incorporated a great leap forward and a cultural big bang. Before the cognitive revolution humans evolved slowly. After the cognitive revolution anatomical evolution ceased and and we started to evolve culturally and linguistically. In the cognitive revolution we started to learn from each other through teaching, imitation, and other forms of social transmission. As a result we could pass knowledge on from generation to generation. Thus we see the birth of Knowledge Management (KM). Summing it up :-
60,000 years Before the Christian Era (BCE) – Cognitive Revolution.
10,000 years BCE – Neolithic Revolution.
9,500 years BCE – First Cities.
4,000 years BCE – First Empire
3,500 years BCE – Invention of Writing
700 years BCE – First Library
470 years BCE – Socrates
476 years AD – Dark Ages
1,300 years AD – Renaissance
The Gutenberg printing press was invented in Germany in 1440.

History of Knowledge
1440 Printing Press
1500’s Protestant Revolution
1543 Copernican Revolution
1600 Scientific Revolution
1618 Thirty Years War
1650 Enlightenment
1760 First Industrial Revolution
1870 Second Industrial Revolution
1945 Information Revolution
2011 Industry 4.0

Going to the Information Revolution :-

1945 Early computers
1969 Internet
1981 IBM pc
1989 World Wide Web
2000 Social Media
2007 Smartphones
2011 Zoom

Looking at the impact of the web and social media as a paradigm – 1,2,3.

1) Read / write access to the world’s knowledge (the web/social media).
2) Ability to converse with anyone, anywhere in the world (social media/zoom).
3) Soon different languages will no longer be a barrier (language translation in real time).

So we have four Mega knowledge revolutions. Language led to the Cognitive Revolution. The invention of writing led to the First IT revolution. The Printing Press led to the Scientific Revolution and the Enlightenment.
Is social media (Zoom) leading to yet another Knowledge Revolution ?

A better world

Problems – Capacity to respond
Hyperlinked Complex VUCA world – High degree of literacy / education
Disruptive technology – High degree of awareness / willingness
Global warming / pollution – Cognitive Surplus
Existential crisis – Conversation revolution

Is this our Gutenberg moment ?

The printing press led to the Protestant revolution which undermined the authority of the Catholic church which in turn led to the 30 years war.
But it also led to the Scientific Revolution and the enlightenment.

Social media is leading to a polarization of society and the undermining of the
authority of experts and many of our governmental institutions.
But maybe it is leading to a second Scientific revolution and enlightenment ?

Will social media have as great an impact on the world as the printing press ?

Gutenberg revolutionized the world. Is this our Gutenberg moment ?

Where each and everyone of us can share our knowledge and can converse and collaborate globally ?

We then split into two groups and had ‘conversation’ within our group .
Then the two groups assembled all together and we discussed our ideas in a conversational manner rather than the standard ‘feedback’ mode of behaviour.
These are the salient points made during that conversation which involved every participant. N.B. The points here summarise in a sentence or two what the individual participant said.

• Is it really a revolution if it affects only a part of the population ?
• Many people are excluded from this revolution by powerful people who exploit technology for their own ends.
• What are we not allowed to say on social media ? What are we being dislocated from ? How about ‘mindfulness’. Any technology that encourages you to go out into the world is good.
• It is a complex picture – Utopia or Dystopia.
• More like dystopia when a few financiers can speculate at the expense of everyone else.
• Religion aims at morality and better standards of behaviour. Can social media help us to become moral beings. Is ‘computing’ replacing monolithic religions.
• Small minorities can get a ‘very loud voice’ on social media.
• It is often about gender.
• Marshall McLuhan predicted the world wide web almost thirty years before it was invented. ‘The global village’. ‘The medium is the message’.
• Huge social changes are not done by majorities. Well organized minorities are the most influential.
• Most people in the world don’t live in democracies. What do people who live in non-democratic countries make of their world and what do they make of our world ?
• A sort of tribalism seems to have come back and it is evident in social media.
• ‘Hate speech’ comes from a few people piling into an issue. It is not a real discussion. If your comment gets more ‘likes’ than the original comment then you have won your argument. You have ‘ratioed’ the other person.
• It is difficult to have a conversation in ‘real time’. Real conversation is ‘nuanced’ – digital conversation is not.
• The whole issue of inclusion and accessibility being tackled by ‘a technology’ is difficult.
• There has been a rise in the use of voice messaging which has led to a rise in the use of texting to answer it. Some people are uncomfortable with talking so they rely on ‘CHAT’. This is where moderators are needed.
• Will Zoom be the driving force for this revolution ?
• Most teenagers in the USA cannot read cursive text, so they cannot read letters.
• What sort of future is there going to be for ‘the book’ ? Barrack Obama’s Presidential Library is going to be digital.
• Actually, digital books have ‘plateaued’ at 15% of the market. Books are still being published.
• One participant used a kindle for a few months and then went back to books.
• It is about ‘choice’. Some people cannot access books. Digital books can be used by poorly sighted people. Books will not go away.
• One participant preferred reading digital books on train journeys or when travelling away from home. She has joined Saffron Walden Library. She has read ‘Game of Thrones’ in book form and preferred it to the TV series.
• There is still the issue of book fines with library books. Two participants feel the pressure of reading a book quickly enough to avoid a fine on returning it to the library.
• One participant commended cafes which offer little magazines, poetry to their customers. Perhaps little art exhibitions. People are being reached in these environments.
• One participant has so many books (some of which he has not yet read) that he does not go to the library.
• ‘More of the same’ was one conclusion. We are experiencing ‘information overload’ once again. It is better to read a good novel than to consume ‘threads of information’.
• We all have different forms of ‘information consumption’. One participant subscribes to blogs and other things in magazines. He employs a ‘speed reader’ to flag what he is interested in.
• One participant uses podcasts. The best podcasts are ‘conversations’. This is a different experience from slagging people off on Twitter.
• ‘Little Discourse Project’ was mentioned. One participant attempted to define the spectrum of conversations online. This covered audio and visual. For example :- interviews, debates, podcasts. Polite / aggressive debates etc.
• Is this amazing technological revolution going to improve our world ? There is a desire within us to be taken away from ‘words’. We communicate on so many levels. We communicate via Art, Music. Also, by activities such as digging the garden, riding the bike, going to the Park.
• Everyone sees the home / office duality of working as a good thing. But are we getting out of the house enough ? Are we socialising enough ? Is this a bad thing for our mental health ?
• Yes, this is a ‘Gutenberg Moment’. However, although it may well be a good revolution in the long term so far as the short term is concerned there will be more ‘social turbulence’ and a regression to a form of tribalism or clique mentalities.
• What about the environment against which this revolution is taking place. How much real social interaction takes place in Britain’s towns and cities ? In places like Antwerp and the Netherlands they have a ‘mixed culture’ expressed partly in the built environment which works well. It fosters social interaction. We do not have that sort of built environment here.
• ‘Advertising’ was seen as part of the problem. Advertising helps perpetuate myths such as ‘the earth is not burning’; ‘biodiversity has not collapsed’.
• One participant pointed out that the Chinese government has managed to control the web and social media in China. Many outsiders thought that this was an impossible goal. So totalitarianism can operate within social media.
• We are talking about a tool – social media – it can either be a good tool or a bad tool.
• One participant talked about the very different story he heard from a Chinese guide about the Tienanmen Square protests.
• One participant talked about his parents information on the world way back in the 1950’s. No TV, no internet, no car. BBC Home Service (now Radio 4) and the ‘Daily Mirror’. Any book came from the library. TV came later. Advertising back then was ‘propaganda’. How much ‘power and control’ advertising executives had in those days. However, the internet has undermined this as everything these days is much more fragmented.
• So it is ‘Gutenberg moments’ not a ‘Gutenberg moment’. It consists of spontaneity, different revolutions, different scales and times.
• Scientifically, ‘moment’ has a meaning in physics. It means – mass (strength) x velocity and you apply it across the piece. How important is it ? and how is it changing ? An interesting analogy.

Finally, David Gurteen concluded that it had been an enjoyable session.

He also said that the group had understood how complex it is, how fragmented and difficult it all is and … where are we heading ?

Looking back on the session we were all ‘bubbling over with ideas’.

Resources :-

Grooming, gossip and the evolution of language. Robin Dunbar. Harvard University Press. 2020.
The Printing Press as an agent of change. Elizabeth L. Eisenstein. Cambridge University Press. 1980.
Religion and the rise of Capitalism. R.H.Tawney. 1926 re-published by Verso World History Series. 2015.
The Real England. Paul Kingsworth. Granta Books. 2009.


RR 12/10/2022


Blog for May 2022 Seminar: MS Teams – The Case for Information Architecture and Governance

This seminar was given by Alex Church a Senior Consultant with Metataxis. Metataxis has clients in central and local government; charities and non-profit organisations; the private sector; higher education and much more. Metataxis is in the business of managing information.

What is Teams ?  Teams is all about communication (chat, audio/video conferencing, telephony) and collaboration (content sharing, storage, task mangement etc ).  Teams is only one part of Office 365 – which is a whole set of cloud business applications. Now there is both an ‘upside’ and a ‘downside’. A good thing about Teams is the fact that it can be set up and used straightaway for collaborative working. This fact can also be a bad thing because if you simply turn on Teams and then let everyone ‘get on with it’ – it can very quickly become messy and chaotic. Teams requires an information management strategy. SharePoint underpins Teams. Teams has to have both governance and information architecture.

You cannot permit ‘self creation’ in Teams. An approval and provisioning process is necessary. You can build your own (manual) or use 3rd party apps. Begin with a simplified Teams architecture :- chat can be stored in a personal mailbox and in One Drive up in the cloud. Team can create an M365 Group with a Group mailbox and files can be stored in SharePoint. Every Team has a SharePoint site behind it. Therefore a document library is created by default and a folder is created for each Channel. So Teams Information Architecture imposes a Teams/Channel = Library/Folder Information Architecture. You get a ‘General’ channel/folder which cannot be removed. Do note that Private Channels are accessible only to a sub-set of Team members. Teams need to be ‘named’ so you will need a Teams naming convention – you will need to stop two Teams having the same name. A ‘Group Naming Policy’ can be enforced via Azure AD. Are the teams going to be Public or Private ? Public teams are visible to everyone and can be joined without the team owner’s approval. Private teams can only be joined if the team owner adds you. Public or Private is also relevant regarding SharePoint permissions. Particularly check permissions of a Public Team SharePoint site to prevent unauthorised editing and/or deleting of files.

An important part of governance is managing Teams Lifecycle:-

Expiration Policy –  This applies to the Group and requires Azure AD Premium. Deletes all Teams content and apps. It can be a set time period or be based on last activity. Team owners have the option to ‘Renew’.

Retention Policy – This applies to messages/chat; files. Set at Team/Site level by admins. It can retain content for a certain period or it can delete content after a certain period.

Retention Labels – This applies to files. Admins can set defaults/ auto application. It is applied at a document level. It can retain content for a certain period or it can delete content after a certain period.

Chat and Channel Messages – You can only use Retention Policies not Retention Labels. What is the value of  Chat and Channel Messages ? There has to be a balance between the desire to delete them with the need to keep them for reference or evidence.

Archiving – This can be done by a Team Admin or Owner.

To sum up : Teams is a great tool and is the direction of travel for Microsoft.


Rob Rosset 24/06/22.


May 2022 Seminar: MS Teams – The Case for Information Architecture and Governance


This meeting was about MS Teams and, in essence, MS Teams are about communication (chat, audio/video conferencing, telephony) and collaboration (content sharing, storage, task management etc.). Teams is just one part of Office 365 which is a whole set of cloud business applications. However, before deploying Teams you will need an Information Management Strategy, you will need to create a Team and have a proper Teams architecture. Also, every Team has a Share Point Site behind it.


The speaker was Alex Church of the Metataxis Consultancy.

Time and Venue

Thursday May 26th, 2022 at 2:30 pm via the Zoom online platform.


Will be made available to members.




NetIKX blog for this event.

Study Suggestions

No study suggestions

Blog Report for January 2022 Seminar : Introduction to Radical Knowledge Management


The speaker (Stephanie Barnes) started from the premise that in this global and digital age we must focus on people, processes and technology. We are all leaders and we must use the knowledge and tools available to us in creative and innovative ways. Therefore we must employ critical thinking, resilience and reflection in a sustainable way to continually adapt to the volatility, uncertainty, complexity and ambiguity (VUCA) in our environment. We are forever dealing with uncertainty and having to learn continuously. We must adopt ‘trial and error’ in our practices. These new practices are drawn from art, artistic practice, artistic attitude, artistic process and, above all, artistic creativity. We will need the space to be creative and analytical.

The new work requires us to be sustainable. The new work requires the whole person to be involved in their work, not just part. It requires on-going learning and engagement; and it requires creativity and self-fulfilment. Many of these things are learned through adopting a creative and artistic approach. Stephanie spoke critically about education. She believes that creativity is ‘educated’ out of us and we must re-discover it. We broke up into small groups and drew images suggested by Stephanie and then showed them to each other via zoom to share our understanding of her instructions to us.

However, the most important ‘take-away’ from this seminar was quite simple – ‘be creative’.

Rob Rosset 05/05/2022


January 2022 Seminar: Introduction to Radical Knowledge Management

Summary :

With the ongoing development of technology and its impact on every workplace in industry and commerce we must seek to radicalise the effectiveness of Knowledge Management by learning lessons from the creative essence of art and artists. In this way we can increase productivity and liberate insightful improvements to industrial and commercial processes by encouraging innovation.

Speaker :

Stephanie Barnes is an Independent Consultant based in Berlin, Germany.

Time and Venue :

A Zoom lecture held on Thursday January 27th 2022.

Slides :

Slides will be made available to members.

Tweets :


Blog :

A blog is available to members

Study Suggestions :

The following suggestions are made :



March 2021 Seminar: Working during the Covid-19 pandemic: sharing insights and experiences

Summary This meeting consisted of  eight speakers talking for ten minutes each about different aspects of their experience of working during this time, followed by the usual syndicate sessions, where experiences were  shared in more detail, so that we can manage better as we move forward into a still uncertain future. Speakers The eight speakers […]

Blog for January 2021 Seminar: Managing Knowledge in Project Environments

How can we manage knowledge more effectively in project environments? This was the question posed in the most recent NetIKX seminar, led by Judy Payne, an independent consultant and co-author of Managing Knowledge in Project Environments .

How do project managers define KM?

Judy began by comparing the 2012 and 2019 versions of the APM Body of Knowledge (BoK) definitions of knowledge management (KM). The 2012 entry reads ‘Knowledge management is the systematic management of information and learning. It turns personal information and experience into collective knowledge that can be widely shared throughout an organisation and a profession.’ Many participants felt that this confused the concepts of information management and knowledge management and failed to cover important aspects of KM such as managing tacit knowledge. The 2019 definition, however, is considerably broader, describing KM as ‘the holistic, cross-functional discipline and set of practices concerned with the way organisations create and use knowledge to improve outcomes.’ We agreed that this was an improvement, but the issue of defining KM to those outside the discipline remains. Judy pointed out that knowledge managers and project managers often have different mindsets, and it can be difficult to integrate KM into the project management body of knowledge.

The KM context within project management can be complex, as much of the KM which occurs within project management is not explicitly recognised as such – and conversely, much of what is labelled KM is often information management. Within a project environment, KM is often treated as a series of separate activities rather than as a tool to help produce better outcomes. There is a widespread belief that KM is simply a matter of capturing ‘lessons learned’ at the end of a project, whereas capturing knowledge is only one aspect of KM. In fact, KM practices can and should be integrated into the way a project is managed and the working environment.

Waterfall or agile? What does this mean for KM?

Judy then went on to compare the linear and iterative approaches to project management: within a linear (‘waterfall’) environment, knowledge is static, knowledge creation and application are separate and knowledge boundaries develop between stages, whereas in an iterative (‘agile’) project, knowledge is dynamic and flows well throughout the project and knowledge creation and application can be integrated. However, KM can pose a particular challenge in an agile environment due to the lack of documentation. One participant noted that although knowledge transfers well from one sprint to another, it is lost at the end of the project. The ‘correct’ approach is often dependent on the organisational culture, with some more traditional organisations being uncomfortable with the pace of the agile approach.

Sharing our experiences

For the breakout sessions, we were presented with three questions: what are your stories (good or bad) about KM in project work?; what are other examples of ‘hidden’ KM in project work? and how might KM thinking help you in future project work? Feedback from the sessions uncovered a number of common themes, including the fact that sometimes projects are ‘hidden’ in KM rather than the other way round – many of us had experience of working on something that could have been approached as a project but was not. Another theme was the way in which project managers focus on a linear progression with a clear outcome that can be measured in terms of material impact, whereas the benefits of KM cannot always be demonstrated so neatly: it was suggested that maybe we need to focus on benefits rather than objectives and on outcomes rather than outputs. Many thanks to Judy and to all who attended and contributed to this informative and highly interactive seminar.

By Carlin Parry. January 2021

May 2020 Seminar: How do we thrive in a hyper-connected, complex world?


This meeting was a regular Knowledge Café that David Gurteen held especially for NetIKX members.  We heard David set out the reasons he felt the world had changed beyond all recognition since the second world war.  He listed the familiar story of the internet, transport advances, global finances and social media but also more unexpected aspects that give our world a new complexity. Then he invited us into break-out groups to share our own ideas on this fascinating topic.  After a break, David focused our attention on his favoured area of expertise; the need for new leadership styles and the power of conversation. He was very clear that people did not need a title of leader to develop the power of leadership. We joined second break-outs to take our networking further.  Then we shared ideas in a stimulating plenary. The meeting showed the value of the Knowledge Café approach, but also was a masterclass in using Zoom as the communication media.  NetIKX will take the ideas and the methods forward for the future.


David Gurteen is a writer, speaker, and conversational facilitator. The focus of his work is Conversational Leadership – a style of working where we appreciate the power of conversation and take a conversational approach to the way that we connect, relate, learn and work with each other. He is the creator of the Knowledge Café – a conversational process to bring a group of people together to learn from each other, build relationships and make a better sense of a rapidly changing, complex, less predictable world. He has facilitated hundreds of Knowledge Cafés and workshops in over 30 countries around the world over the past 20 years. He is also the founder of the Gurteen Knowledge Community – a global network of over 20,000 people in 160 countries. Currently, he is writing an online book on Conversational Leadership. You can join a Knowledge Café if you consult his website.

Time and Venue

2pm on 20th May 2020, The British Dental Association, 64 Wimpole Street, London W1G 8YS

Pre Event Information

The seminar was announced via the NetIKX website and explained that the seminar would be presented using the Zoom platform.


Not available.


There were no Tweets from this meeting as we got used to our new ‘Zoom’ format.


See our blog report: Gurteen knowledge cafe

Study Suggestions

Visit David’s website: Gurteen Knowledge at

This site includes KM book reviews, news and useful quotations.

You can sign up for David’s regular newsletter from this site.

November 2017 Seminar: The Future for Information and Knowledge Professionals – Tenth Anniversary Seminar


2017 has been the tenth anniversary of the founding of NetIKX and this meeting was a celebration of this. The programme focused on the situation of knowledge and information professionals in 2017. Talks to set the scene were from Peter Thomson on major changes to the world of work and from Stuart Ward, Chair of NetIKX at its inception, who focused more closely on how KM and IM people can provide value in the workplace in this changing world. Then participants were invited to discuss the key ideas that they thought were the most relevant and put questions to a panel composed of people active and influential in our field.

What are the important trends in employment that we face and what is the role of communities like NetIKX that operate in this field? We looked back over the last ten years to set the scene for the changes we need to prepare for in the coming years. We also involved people from related organisations such as CILIP. ISKO UK and LIKE.
There were two introductory talks and first Peter Thomson looked at major changes to the world of work. Stuart Ward, Chair of NetIKX at its inception, focused more closely on how KM and IM people can provide value in the workplace in this changing world. Then, in a usual NetIKX syndicate session, participants were invited to discuss the key ideas that they thought were the most relevant. After this, to gain a wider perspective, questions based on these discussions were put to a panel composed of people active and influential in our field. These were David Haynes (Chair of ISKO UK), David Gurteen, David Smith (Government KIM Head of Profession), Karen McFarlane (Chair of the CILIP Board), Steve Dale and Noeleen Schenk (Metataxis Ltd, who has also been running a series of meetings on the future of knowledge and information management).

After a lively panel Q and A session, there was time for further discussion and networking over generous celebratory refreshments.


Peter Thomson is an expert on the changing world of work and its impact on organisations, leadership and management. He regularly speaks on this topic at conferences and has worked with many groups of senior managers to inspire them to change their organisational culture. He headed up the HR function for Digital Equipment for Northern Europe for 18 years leading up to the dawn of the Internet. On leaving DEC, Peter founded the Future Work Forum at Henley Business School. He was Director of the Forum for 16 years, during which time he studied the changing patterns of work and the leadership implications of these trends. At the same time he formed Wisework Ltd, now a leading consultancy in the field of smart working. Peter is co-author, with Alison Maitland, of the business bestseller Future Work. He is also editor of a new book Conquering Digital Overload, which is about to be published. As a consultant and coach, he works with leadership teams and individuals to help them gain the maximum business benefit from new working practices. As a writer and researcher he is fascinated by the evolving role of leadership and management as we move into the ‘Gig Economy’.

Stuart Ward has been involved with NetIKX and its predecessors for over 15 years. With others he launched NetIKX 10 years ago and was the first Chairman. Stuart has wide experience in information and knowledge management and ICT, gained in business and as an independent consultant; he is interested in strategies that help to maximise the value of knowledge and information for organisations. Stuart began his career in IT and project management and, after developing a keen interest in improving the use of information in organisations, he became Director of Information Management at British Energy. In 1997 he established Forward Consulting to help organisations improve performance through information and knowledge management. He has worked with clients in both the public and private sectors. As an Associate of the IMPACT Programme, he managed their Information and Knowledge Exploitation Group from 1997 to 1999 and then again from 2004 to 2006. He was instrumental in developing the theme of the Hawley Committee: Information as an Asset with practical tools for use in business. In previous roles, Stuart has been a visiting lecturer at City University, Chairman of the Judging Panel for the British Computer Society Annual Business Achievement Awards, and chaired conference organising committees for Aslib. He is also currently an Associate of the College of Policing.

Time and Venue

2pm on Thursday 16 November, The British Dental Association, 64 Wimpole Street, London W1G 8YS


Not available




See our blog report: The Future of Work for Information and Knowledge Professionals

Study Suggestions


September 2017 Seminar: Closing the Loop on Lesson Learning


Chris Collison explored the myths and truths of lesson-learning in different contexts, using real examples, both good and bad, challenging us to improve this important knowledge-management practice and make it more than a convenient phrase.

‘Lessons learned’ is a phrase that is a regular feature of news bulletins, sports team briefs and project team meetings – but are they really learned, or are they something of a fig leaf for those who carry responsibility?
What does it take to truly invest in lesson learning in a way which closes the loop and results in real change, improvement and risk-avoidance for the future?

• What does a good project review look like?
• What are the most effective questions to use?
• How do we capture the output of a debrief without sanitising the life out it?
• How do we ensure that there is an outcome for the organisation – that something actually happens?

During the syndicate session that followed, groups tried to identify barriers to learning and sharing, and proposed practical ways to both ‘unblock the flow’ and stimulate a thirst for learning.


Chris Collison is an independent management consultant and business author with 20 years of experience in knowledge management, facilitation and organisational learning.

His corporate experience comes from long careers in BP and Centrica. He was part of BP’s KM program, a team accredited with generating over $200m of value through pioneering knowledge management. In 2001 he joined Centrica, working at the top levels in Finance and HR, before becoming Group Director of Knowledge and Change Management.

In 2005 he left the corporate world to establish Knowledgeable Ltd. Since that time Chris has been working as a consultant in the field of Knowledge Management and Organisational Learning, and has had the privilege of advising over 130 organizations around the world. Clients range from Shell, Pfizer and the World Bank to the United Nations, the UK Government and the International Olympic Committee.

Chris has worked as an associate or visiting lecturer at a number of business schools: Henley, Cranfield and Liverpool in the UK, Skolkovo in Moscow, Sharif in Tehran and Columbia University in New York. He is a Chartered Fellow of the CIPD.

Time and Venue

2pm on 14 September 2017, The British Dental Association, 64 Wimpole Street, London W1G 8YS



No slides available for this presentation




See our blog report: Lesson Learning

Study Suggestion

See Chris’s Book Learning to Fly Practical Knowledge Management from Leading and Learning Organisations.  C Collison G Parcell, 2007  John Wiley and Sons